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Rect sel  human resource planning spr 2012
 

Rect sel human resource planning spr 2012

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this is one of my Hr Guru presentations ,hope they help u out! kindly acknowledge!

this is one of my Hr Guru presentations ,hope they help u out! kindly acknowledge!

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  • Tight labor market Recession

Rect sel  human resource planning spr 2012 Rect sel human resource planning spr 2012 Presentation Transcript

  • HUMAN RESOURCE PLANNING “Throughout history it is the quality of the country’s manpower that has distinguished or disgraced it in the comity of nations.” Anonymous09/21/12 1
  • Definitions• HRP is the process by which an org ensures that it has the right number and kind of people, at the right place, at the right time, capable of effectively and efficiently completing those tasks that will help the org achieve its overall obj.• HRP translates the org’s objectives and plans of workers needed to meet those objectives. Without a clear-cut planning, estimation of an org’s human resource need is reduced to mere guess work.09/21/12 2
  • AIM OF HRP• Attract and retain people with appropriate skills, expertise and competencies• Anticipate the problems of potential surpluses and deficits of people• Develop a well trained and flexible work force• Have an appropriate retention policy09/21/12 3
  • Potential benefits• Upper management better aware of the HR current configuration.• Personnel cost is controlled.• More time provided to locate talent.• Affirmative Action Plan implemented• Time to develop employees09/21/12 4
  • Sequencing-Human resource planning• Planning Process related to Strategy• Resourcing strategy as employer of choice.• Scenario planning-Trends• Demand/ Supply forecasting-Techniques. Advertisement• Recruiting Documentation09/21/12 5
  • HUMAN RESOURCE PLANNING PROCESS Forecast of labour Forecasts of demands labour supply Forecasts of labour surplus or shortage Goal setting and strategic planning Program implementation09/21/12 and evaluation 6
  • A procedure for estimating Human Resource shortage or surplus for a job or Occupation category Start with Current Census The number of people now in the group being studied Expected Losses The number of people expected to leave the group between now and the planning horizon due to retirements, quits, promotions, and deaths To the remaining number add Expected promotions. Replacement Needs In light of human resource objective. To the resulting number add The resulting number is Growth Needs As determined by organizational objectives. The resulting number is Replacement Needs Surplus Predicted Demands Shortage To be met by external supply
  • 1. Number currently employed 702. Annual wastage rate based on past records 10 percent3. Expected losses during the year 074. Balance at end year 635. Number required at end year 756. Number to be obtained during year (5-4) 12 Human Resourse Management
  • FACTORS AFFECTING HRP• Strategy to be followed.• Growth cycle of firm.• Environmental Uncertainties.• Time Horizons• Type and Quality of Forecasting.• Nature of Jobs to be filled.• Off-Loading of Jobs.09/21/12 9
  • REASONS FOR DEMAND FORCASTING:1. Quantify the jobs necessary for producing goods.2. Determine staff-mix desirable in the future.3. Assess appropriate staffing levels in different parts organisation to avoid unnecessary costs.4. Prevent shortage of people when they are needed most.5. Monitor compliance with legal requirements. 09/21/12 10
  • ENVIRONMENTAL SCAN• Tight Labor Market • Employee choice wide• Recession • Employer choice wide • Employee choice wide• Skill shortage • Buy not make• High Turnovers• High Tech Positions • Buy not Make• Stable Environs • Attrition made up• Expanding Environs • Aggressive Recruiting09/21/12 11
  • Self-employment Peripheral group I Secondary labour markets Flexibility through quantitative adjustment Agency temporaries Core group Subcontracting Primary labour markets Flexibility through utilization Part timers Short term contracts Peripheral group II Job Public sharing subsidy Delayed trainees recruitment Out-sourcing 09/21/12 12The flexible firm
  • OPTIONS• Category A- Directly employed – Full time – Part time workers – Job sharers – Flexitime – Annual hour contracts Category B - Self employed - Free lance Category C - Agency workers - Subcontracts09/21/12 13
  • HUMAN RESOURCING:Planning and performance Fluctuations in demand High Small core Average core combined workforce (inc. with Category A Category A home overtime and Category B workers and part- own-pool temporaries timers) andLow Category C workers HighLabourcosts Average core Large core combined combined with with Category A Category A part- part-time timers, shift workers, home workers and Category C agency and/or subcontracts Low09/21/12 14Risk assessment model of flexible working patterns
  • FORECASTING METHODSQUALITATIVE QUANTITATIVE OTHERSManagerial Judgment Extrapolation/ Trend Budget AnalysisDelphi Technique Indexation Transitional AnalysisNominal Group Markov Analysis ComputerizedTechniqueExpert Survey Regression09/21/12 15
  • PROGRAMME PLANNING OPTIONS Hire new full-time employees Offer incentives for postponing retirement Re-hire retired employees on part-time basisIf a shortage of Attempt to reduce turnoveremployees is expected Bring in overtime for present staff…. Subcontract work to another company Hire temporary employees Re-engineer to reduce needs. Do not replace employees who leave Offer incentives for early retirement Transfer or re-assign excess employeesIf a surplus of employees Use slack time for employees training oris expected …. equipment maintenance Reduce work hours Lay-off employees09/21/12 16
  • OPTIONS FOR REDUCING AN EXPECTED LABOR SURPLUS Option Speed Human SufferingDownsizing Fast HighPay reductions Fast HighDemotions Fast HighTransfers Fast ModerateWork sharing Fast ModerateRetirement Slow LowNatural attrition Slow LowRetraining Slow Low09/21/12 17
  • OPTIONS FOR AVOIDING AN EXPECTED LABOR SHORTAGE Option Speed Human Suffering Overtime Fast High Temporary Fast High employees Outsourcing Fast High Retrained Transfers Slow High Turnover reductions Slow Moderate New external hires Slow Low Technological Slow Low innovation09/21/12 18
  • DOWNSIZING• Planned elimination of large number of personnel with goal of enhancing the organisational’s competitiveness• Does this option destroy the firm’s reputation in the labor market?09/21/12 19
  • DOWNSIZING• Reducing costs • Loss of talent• Replacing Labor by • Social network Tech effected• Mergers & • Drop of motivation Acquisitions • Hurt image building• Moving to more • Only as a last resort economical locations • Improve forecasting09/21/12 20
  • TELE WORKING TRADE OFFS• ADVANTAGES • DISADVANTAGES – Gains in productivity – Lack of commitment – Reduction of overhead – Problems in – Retention of rare skills communication – Penetration of unusual – Problems in labor markets supervision09/21/12 21
  • RETENTION PLANS• Compensation plans made attractive.• Fair Appraisal management• Advancement opportunities• Congenial working climate.• Compatibility job and person• HR Audit.09/21/12 22
  • BARRIERS TO HRP• Principle of “Employment at Will”• HR taking a back seat on “Strat partner” role.• Financial forecasting takes precedence.• Conflict between short and long term goals.• Conflict between Qualitative and Quantitative methods of forecasting.• Mis-coord between operations and HR09/21/12- 23
  • Cost of Labor Turnover• Leaving cost• Direct costs: Ad, Selection cost/time, Orientation/training costs09/21/12 24
  • The Labour turnover indexNumber of leavers in a specified period (usually 1 year) X 100 Average number of employees during the same period Stability index Number 1 year’s service or more X 100 Number employed 1 year ago Human Resourse Management
  • A HYPOTHETICAL TRANSITIONAL MATRIX FOR AN AUTO PARTS MANUFACTURER 20092005 (1) (2) (3) (4) (5) (6) (7) (8)1. Sales manager .95 .052. Sales .05 .60 .35representative3. Sales apprentice .20 .50 .304. Assistant plant .90 .05 .05manager5. Production .10 .75 .15manager6. Production .10 .80 .10assembler7. Clerical .70 .308..Not in .00 .20 .50 .00 .10 .20 .30organization09/21/12 09/21/12 21:30 IBP PRESENTATION 2626
  • Survival rate analysis Entry Original Number surviving to end of year after engagementCohort Strength Year 1 Year 2 Year 3 Year 4 Year 5 A 40 35 28 26 22 20 B 32 25 24 19 18 17 C 48 39 33 30 25 23 D 38 32 27 24 22 19 E 42 36 30 26 23 21 Total 200 167 142 125 110 100Averagesurvival 100 % 83 % 71% 62% 55% 50% rate Human Resourse Management
  • Leavers by length of service Leavers by length of service Total Average Index of number number labour Less than 3-6 6 1-2 3-5 5 orOccupation leaving employed turnover 3 months months month years years more % s years A 5 4 3 3 2 3 20 220 10 B 15 12 10 6 3 4 50 250 20 C 8 6 5 4 3 4 30 100 30 Totals 28 22 18 13 8 11 100 550 18 Human Resourse Management